Fort Hancock 21st Century

RFP Working Group

RFP Working Group Membership

Committee:

● Gerry Glaser - Chair

● John Reynolds

● Shawn Welch

● Dan Saunders

● Frank Nolan

● Karolyn Wray

● Linda Cohen

● Michael Holenstein

● Bill Wilby

NPS:

● Pam McLay

● Robert Vohden

RFP WORKGROUP STATUS REPORT

❖ TASK 1- Review the 1999 RFP &

Similar Sample RFP(s)

➢ Feedback and Recommendation

➢ Pro or Cons

➢ TASK 2- Model management structure

Fort Hancock Re-Development

➢Allow for Master Developer &

individual lease scenario

➢Capacities needed and why

❖ TASK 3 What are the resources

necessary for the RFP process

■ Utility Description (current & future)

■ Historic Treatment

■ IT Infrastructure

■ Common Area Expenses

• Format was cumbersome- make similar to RFEI

including evaluation criteria - With links to

resources

• Individual Building Data should be a link not within

the RFP

• Better Define Utilities and Services

• Detail estimate for the “Service District Fee”.

• Visitation Statistics

• Transportation and Access

• Description of Future NPS Capital Projects

• Utilities, Seawall, Docks etc.

• Historic Treatment Requirements

• Building Permit Process

• ADA Compliance

• Consider revising “Application” – Checklist and

Narrative

• Need additional flexibility in evaluation criteria for

individuals and larger developers.

TASK 1

NPS 1999 RFP – Fort Hancock

TASK 1

NPS Valley Forge Kennedy Supplee

Mansion • Requires a detailed “Improvement

Plan” including accurate estimate

of costs

• Includes draft lease attachment;

not appropriate for Fort Hancock

because of broad range of

proposals solicited.

• Includes insurance requirements,

which may be different depending

on building uses

• Offered as-is

http://www.nps.gov/vafo/parkmgmt/upload/Combine

d-KS-RFP-12-20-13.pdf

TASK 1

Governor’s Island

• Business opportunity format is

professional

• Included transportation access

information

• Had a professionally created Master

Plan

• List of Existing tenants

• Lease terms sheet; respondents

may note modifications if any.

• Construction and capital

maintenance plan budget required

with submission

• Availability of utilities

• 260 million dollar investment for site

access, utilities, infrastructure and

improvements.

http://www.govisland.com/downloads/pdf/governor

s_island_rfp_dec12.pdf

• Narrowly Focused RFP

• Strict requirements for respondents.

• 5 years experience in commercial

real estate

• Proven track record of historic

rehabilitation

• Requires 100k earnest money with

proposal

• Clearly states reasons proposals

will be deemed non-responsive

• Need to develop timeline for steps after

RFP for respondents

• Due diligences was clearly respondents

responsibility

http://www.sfport.com/modules/show

document.aspx?documentid=2353

TASK 1 San Francisco 20th Street Historic

Buildings

TASK 1

Presidio West Crissy RFP

http://www.presidio.gov/about/Administrative%20

Documents/PLN-302-RFPCommissary.pdf

▪ Designed to find high quality cultural

institute to occupy the site

▪ Tenants must abate lead paint and

asbestos

▪ Division of responsibilities between

Trust/Lessee was clearly described

▪ Summary of known environmental issues

▪ New buildings must conform to provided

design guidelines

TASK 1

Golden Gate Residential Master

Lease

http://forthancock21stcentury.org/yahoo_site_admin/assets/

docs/GOGA_Residential_Master_Lease_RFP_2013.49104

506.pdf

● Requires establishment of a maintenance

reserve

● Establishes sublessee criteria

● Sets experience requirements for project

manager

● Additional buildings can be added to the

lease over the life of the lease

● Groups historic treatment of like structures

● Prior to RFP significant investment in a

majority of the buildings; some turnkey

ready

TASK 2

Re-Development Model

NPS Redevelopment Concept

Map • RFP should have two maps:

1.NPS & Current Partner(s) Map

2.RFEI Response Map

NPS Redevelopment Concept

One organization (NPS or third party)

responsible for the planned development of the

land and infrastructure of Fort Hancock. If NPS

fills that role it would oversee individual

applications, and if a third party (Master

Developer) fills that role then individual

applicants may be able to obtain a sublease from

the third party. This would include, but is not

limited to, infrastructure and utilities within the

land assignment, site preparation and planning,

environmental issues or concerns, historic

preservation requirements and treatments, and

appropriate tenant mix consistent with park

mission and goals.

What is a Re-Development Model?

TASK 2 RFEI RESPONSE MAP BY USE

TASK 2FORT HANCOCK BUILDING USE MAP

TASK 2

Role and Responsibilities for

Re-Development NPS or Master Developer Individual Users

Understanding strategic reuse goals and objectives and means

of how the plan will meet and implement those goals and

objectives

Understanding of reuse objectives, and how their individual

plan will implement those objectives.

Demonstrate a Development Phasing Plan that can

subsequently be supported through a Capital Improvement

Plan.

Rehabilitation and maintenance plan for your individual use

including the ability to carry ongoing routine maintenance and

capital improvements.

Analysis of potential synergistic land uses and tenant

relationships that acknowledges current tenant mix. The proposed use is consistent and complements the NPS

Redevelopment plan including acknowledging exterior public

access. Individuals may propose limited interior public access

and programming, but not required.

Identify financial capability and sound financial plan including

funding sources, financing options for infrastructure and

facilities development, and additional resources needed to

implement the plan.

Identify financial capability and sound financial plan including

funding sources, financing options for proposed rehabilitation

including funds needed for routine maintenance and capital

improvements.

Provide components of the team (see below functions), and

how the project can be moved from inception to long-term

completion and execution.

Provide components of the team and how you will rehabilitate

the facility through completion.

TASK 2

Functions and Services for

Re-Development

Services Function Historic Architect Ensure rehabilitation of all structures meets Secretary’s Standards

Construction Project

Manager(s)

Supervise repair and maintenance- Including coordinating a systematic building permit

process.

Engineer Civil- Schedule of development performance and schedule of development based on

current and future infrastructure at FOHA. Identify funding needed for future infrastructure

costs.

Attorney Lease and sublease negotiation/execution/administration. Lease compliance

Budget Financial and property reporting. Collection of rent, Service District fees, utilities per NPS

cost recovery policies.

Asset/Maintenance

Managers

Develop capital maintenance plan. Identify cyclic maintenance needs and make repairs.

Manage tenant requests for repair. Review maintenance plans for all leased property and

determine compliance and or legal remedies. Provides maintenance capabilities

commensurate with responsibilities.

Professional expertise and their respective capabilities and responsibilities must be provided for in the Re-

Development project. Resumes will be required. Either NPS or a Master Developer would be responsible for

providing this expertise to individual user/sub lessee. The primary objective is to not only rehabilitate the historic

structure, but to ensure that at the end of the lease period the structures will be returned in good condition..

TASK 3

Resources for RFP

1. Historic Treatment – Major Components. NPS Lead?

1. Service District Fee and Common Area Expenses- Fire, Law Enforcement, EMT, Common Maintenance, Trash Removal, Road, Water and Sewer. NPS Lead?

1. Infrastructure- Current and Future.

a) IT- Satellite is the current option, future IT is uncertain. The park owns all the phone lines. NPS Lead?

TASK 3

Resources for RFP

4. RFP Table of Contents - RFP Workgroup will provide Draft

5. Evaluation Criteria and Panel - Can Committee members join RFP evaluation panel as technical advisors?

6. NPS should consider hiring a professional consulting firm to draft the RFP.

7. Need for expert consultants in real estate, financing and insurance.